Presentation to the Railroad Environmental Conference

October 8, 2002 at UIUC

Shankar ChakrabortyShankar Chakraborty Ramesh Raman Ramesh Raman Robert DondiegoRobert Dondiego

Capital Program ManagementCapital Program ManagementNew York City TransitNew York City Transit

Making New York City Transit Green – Case Study-Corona Maintenance

Yard Project Scope

NYC Transit Capital Program

Allocation of Funds to Major Categories

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

1982-1991 1992-1999 2000-2004Year

Fu

nd

s

Subway Car

Stations

Infrastructure

Shops, Yardsand Depots

Misc / Buses

New Routes

$11.9

$12.6

$11.5

(billions)

Progress to State of Good Repair

0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%

Cars

Tracks

Power

Line Structures

Line Equipment

Car Shops

Stations

Signals

1982 2001 2007 2020

Eight Program Areas:-- Electrical-- Station Complexes, Elevators and Escalators-- Line Equipment, Shops & Yards-- System Expansion-- Buses-- Signals and Systems-- Station Rehabilitations-- Structures

Support Divisions:-- Engineering Services-- Planning and Budget-- Quality & Safety-- Management Services

Vice President and Deputy

Chief Engineer

* * * * * * * * * * * * *Chief Officer, Special Projects

Vice President and Deputy Chief Engineer

Engineering Services* * * * * * * * * * * * *

Vice PresidentTechnical Services

Quota:Management 295Prof./Tech. Eng.1,147Hourly 2Administrative 133

Total1,577

Senior Vice President&Chief Engineer

Capital Program ManagementMysore L. Nagaraja

PresidentNYC TransitL. G. Reuter

NYC Transit at a Glance

Subway Cars 6,204Buses 4200

Subway Stations 468

Annual Subway Ridership 2.1 Billion

Riders/Weekday 7.2 Million

Track Miles 814 Miles

Track Miles --Mainline 650 Miles

Total Employees 48,456

Operating Budget $3.9 Billion

CAPITAL PROGRAM MANAGEMENT AS A BUSINESS ENTITY OF NYC TRANSIT

•We manage all capital projects (except rolling stock) from Master plan to close-out.

•We manage approximately 350 to 400 active capital projects a year with a total value of $4.0 billion.

We do our design and construction work with complete environmental considerations.

Mass Transit Is the Key to a Sustainable Environment in New York City

•2.1 Billion riders per year

•If automobile only, environmental impact would result in:

•94 million lbs. carbon monoxide

•14 million lbs. Hydrocarbons

•1.5 million lbs. of soot

Environmental Lessons Learned

• Hazardous Waste - 500 tons annually• Lead - 100 tons removed annually• Asbestos - 10M annual abatement cost.• Mercury - old transformers scattered

system-wide• Air Quality - diesel emissions (buses)• Water Quality - Spill potential always

exist, discharges, surface runoffs

NEEDS

• Tool to manage environmental business

• ISO9001 (certified 1992)

– ISO14001

LE$$ONS– Asbestos in = Asbestos out + $ + RISK

– Lead in = Lead out + $ + RISK

– Hazardous materials in = Hazardous waste out + $ + RISK

– Poor building designs = Poor performance + low PRODUCTIVITY + HEALTH

– Poor Performance and Maintenance = Increased operating cost

Rationale for obtaining an EMS• Improve Environmental performance

• Moving beyond regulatory - compliance

• Political will and management resolve to do what is right

• State Agency’s Social Responsibility

• Closing the performance gap with other mass transit agencies

Lessons Learned -Implementation Hurdles

• Resistance – Budget/schedule offset” as primary

defense

• Slow buy-in– Failure to Acknowledge importance – Bias interpretation of ISO14001

• Omittance from project review process– Project Implementation battles

• Perception of ISO14001 initiatives as a struggle to change the status-quo.

• Senior Management: Short rope - tall tree

• Contractor acceptance

Lessons Learned -Implementation Hurdles

• Selecting Indicators for monitoring and measurement

• Identifying too much environmental aspects

• Setting too ambitious Objectives and Targets

• Changing first cost mindset

Lessons Learned -Implementation Hurdles

Implement

Develop Guidelines

Road Map to Environmental Excellence

Environmental Excellence

EMS

Sustainability

Raise Awareness

Develop Metrics

Environmental Management System Implementation

Well Beyond Certification

Establishing a Six Pillar of Business Objectives

The PILLAR of environmental excellence is viewed as an integral non-competitive aspect of business planning (i.e.,

rebuilding and improving the mass transit system while simultaneously enhancing sustainability.

Lessons LearnedISO14001 and the Future

• With ISO we established the platform to spring board the sustainability movement within mass transit.

• Born out of this momentum was the Sustainability movement– Sustainable Design/Design for Environment – Conservation– Eco-procurement

ISO14001 ISO14001 (1998)(1998)

EnvironmentEnvironmental Excellenceal Excellence

(Sixth Pillar)(Sixth Pillar)

Governor’s Governor’s Executive Executive Order 111 Order 111 (2001)(2001)

Where Regulatory meets VoluntaryWhere Regulatory meets Voluntary

ISO14001 & EO111

MEGA PROJECTS/ Haz-Abatement

Co-generation/ renewables

Waste Management

. 86% recycled .~4.5M

lbs..

NYCT Clean Bus Program

ISO14001

Design for/ Environment Sustainable

design

IMPROVED AIR QUALITY

Ultra Low Sulfur Diesel

Post September 11th reconstruction

UL S

D

Mass Transit must follow sustainability

New Strategy:

Building clean subway corridors and facilities while taking into

consideration the long-term impacts on the environment.

ENVIRONMENTAL HIERARCHY ENVIRONMENTAL HIERARCHY

VoluntaryMar 98

Mandated Jun 01

Common Common

Governor’s Executive Order

ISO 14001

EMS

ConservationEco-procurement

Sustainable Design

Environmental Excellence

1999: CPM became the first public

entity to obtain ISO14001 certification

Rationale for ISO14001

• Manage risk

• Improve environmental performance

• Continual improvement for a more effective system

DESIGN-FOR-DESIGN-FOR-ENVIRONMENT PLAN ENVIRONMENT PLAN

Environmental Excellence

2002+ Destination

EMS

Awareness

Guidelines

MetricsImplement

1998 ROADMAP

Environmental Management System Implementation

• SUSTAINABLE DESIGN

• ECO-PROCUREMENT

• CONSERVATION

Promulgated in NYS June 10, 2001

Mandates:

NYS GOVENOR’S EXECUTIVE ORDER 111

SUSTAINABLE DESIGN SUSTAINABLE DESIGN

VoluntaryMar 98

Mandated Jun 01

Common Common

Governor’s Executive Order

ISO 14001

EMS

ConservationEco-procurement

Sustainable Design

Environmental Excellence

Sustainable Design

Energy Efficiency/ Renewable

Energy

Indoor Environmental

Quality

Conserving Material & Resources

Full Commissioning

Water Conservation & Site Managem.

SUSTAINABLE DESIGN HIERARCHY SUSTAINABLE DESIGN HIERARCHY (NYCT Green Guidelines)(NYCT Green Guidelines)

CPM’s Environmental Guiding Principles

When we design projects, we focus on:

• Energy Efficiency/Renewable Energy

• Enhanced Indoor Environmental Quality (IEQ)

• Conserving Materials and Resources

• Operations & Maintenance

• Water Conservation

• Site Management

EXAMPLES OF IMPLEMENTATION OF SUSTAINABLE GUIDELINES

CORONA MAINTENANCE SHOP

CORONA MAINTENANCE SHOP

Employee distribution

0

20

40

60

80

100

120

140

Nu

mb

er o

f p

eop

le

AM shift

Midnight

AM shift 4 0 13 3 1 1 60 28 88 32

PM shift 0 0 2 1 0 0 15 2 17 3

Midnight 0 0 5 1 0 0 40 5 50 6

Total 4 0 20 5 1 1 115 35 140 41

Male Female Male Female Male Female Male Female Male Female

Manager Manager Supervisor Supervisor Clerical P/T Clerical P/T Hourly Hourly Total Total

Area distribution

0

20,000

40,000

60,000

80,000

100,000

120,000

140,000

Area (sq.ft) 131,000 7574 720 240 130 1218 150

Percent 93% 5% 1% 0% 0% 1% 0%

Main building Car washerCircuit breaker house

(203/204)Circuit breaker house

(202)Car cleaning booth Signal relay room

Sewer ejector pump room

Background:

•Service and maintain subway cars to ensure optimum readiness for mass transit operation

•Typically manned 3 shifts.

•Located within densely populated and environmentally sensitive area.

•Is combined with a train yard

•Houses subway cars during off-peak and night hours.

CORONA MAINTENANCE SHOP

Approach

Sustainable Design Principles applied:

•Within an integrated “whole buildings” ……………………... ……………………... framework

•Throughout planning, design, and construction

Sustainability

NEW CORONA MAINTENANCE SHOP

•State of the art in terms of sustainable design for a transit maintenance type building.

•30% better than code for energy efficiency

•Optimized use of natural ventilation and natural day lighting.

•Alternative power sources such as photovoltaics and fuel cells.

NEW CORONA MAINTENANCE SHOP

•Harnessing rain water for washing trains

•Selection of eco-friendly building materials such as fly-ash, low E-glass for window and skylights, very low VOC products.

•Waste management and recycling.

•Pervious paving

The Vision of the

Future

Energy independent

Improved air quality

Climate neutral

Working together Working together towards a cleaner towards a cleaner

environment environment

OUR GLOBAL COMMITMENTOUR GLOBAL COMMITMENT

Sustainable Sustainable Mass Mass

TransitTransit